The document provides an assessment of Nemours' current talent management processes and needs for improvement across key areas like talent acquisition, performance management, compensation management, talent development, and workforce planning analytics. It outlines Nemours' current state for each area, desired future state characteristics, and identified gaps. For areas like talent acquisition, it provides details on the current hiring process and systems used. The vendor is asked to demonstrate capabilities for each area and respond to specific questions to assess how well their solution meets Nemours' needs.
The purpose of this webinar is to help understand how Oracle Talent Management can help organizations in identifying, developing, evaluating & retaining its employees, ensure the standard maintenance procedures, define performance measurement systems and how to use cascading of objectives
What is Skills Auditing?
Skills audit is a review of your existing skills against the skills you need both now and in the future.
Data collected in the Skills Audit will be one of the underpinning elements of a Personal Development Plan.
Carrying out a skills audit will help you to:
1.Analyze the skills
2.Develop a skills profile.
3.Key tool for CV building
4.Identify gaps in your skills
5.Prioritize any training
Types of skills auditing:
1. individual skills auditing
2. Group skills auditing
Methods of doing skill auditing: 1. Likert scale
2. Semantic Differential Scale
Individuals can do SWOT analysis i.e. Strength, Weakness, Opportunities, Threat.
The purpose of this webinar is to help understand how Oracle Talent Management can help organizations in identifying, developing, evaluating & retaining its employees, ensure the standard maintenance procedures, define performance measurement systems and how to use cascading of objectives
What is Skills Auditing?
Skills audit is a review of your existing skills against the skills you need both now and in the future.
Data collected in the Skills Audit will be one of the underpinning elements of a Personal Development Plan.
Carrying out a skills audit will help you to:
1.Analyze the skills
2.Develop a skills profile.
3.Key tool for CV building
4.Identify gaps in your skills
5.Prioritize any training
Types of skills auditing:
1. individual skills auditing
2. Group skills auditing
Methods of doing skill auditing: 1. Likert scale
2. Semantic Differential Scale
Individuals can do SWOT analysis i.e. Strength, Weakness, Opportunities, Threat.
Join the Michael Management team as Operations Manager Erin Lett and Project Manager Leslie Bass explore 6 Easy Steps To An Effective Needs Assessment for Corporate Training.
You will learn about:
- Identifying Problem Needs Within Your Corporation
- Determining the Design of Your Needs Analysis
- Collecting the Correct Data
- Analyzing the Data Effectively
- Providing Appropriate Feedback
- Developing An Action Plan
In this file, you can ref useful information about balanced scorecard performance appraisal such as balanced scorecard performance appraisal methods, balanced scorecard performance appraisal tips
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Join the Michael Management team as Operations Manager Erin Lett and Project Manager Leslie Bass explore 6 Easy Steps To An Effective Needs Assessment for Corporate Training.
You will learn about:
- Identifying Problem Needs Within Your Corporation
- Determining the Design of Your Needs Analysis
- Collecting the Correct Data
- Analyzing the Data Effectively
- Providing Appropriate Feedback
- Developing An Action Plan
In this file, you can ref useful information about balanced scorecard performance appraisal such as balanced scorecard performance appraisal methods, balanced scorecard performance appraisal tips
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Strategic workforce planning is all about establishing a business strategy that will effectively utilize your onshore and offsite resources. This type of strategy can help you evaluate your current team, technological landscape, communication style, staffing and overall company culture. In this slide deck, we give a run-down on the basics of workforce planning.
Who fits key positions both laterally and upward!
Reveal their competency gaps & get questions & coaching suggestions!
Measure your bench strength!
Career plan inside your company!
Individual Tips for each person!
Checklist:
1) Establish where your business is going.
2) Understand where the labor market is going.
3) Understand your future talent demands.
4) Assess your current talent inventory.
5) Identify your talent gaps.
6) Implementation.
Role of the HR Business Partner in Strategic Workforce PlanningHuman Capital Media
Because human resources business partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s strategic workforce plan (SWP) effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP.
This session will look Edison International’s workforce planning model and how it includes their HRBPs.
Attendees will learn:
How to gain buy-in for instituting workforce planning.
How and why HRBPs are the anchors of the workforce plan.
How workforce planning can improve communication enterprise-wide.
How to form the collaborative relationship HRBPs must have with their SMEs and executives that will ensure success.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Strategic Workforce Forecasting & Planning for Recruiters in a VUCA world, In...Alexander Crépin
In a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater.
Workforce Forecasting & Planning is part of the (shared) strategic responsibilities recruiters have to pro-actively develop a as good as possible talent supply, now & in the (near) future.
Data Driven Hiring doesn't work,without paying attention to expected need for talent. So in a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater. This workshop intents to give an idea what WF&P is about to recruitment professionals
In this 1 day workshop recruiters will learn about the basics of Workforce Forecasting & Planning in a VUCA, dynamic world.
Performance appraisal process flowchartbradvero675
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Characteristics of performance appraisallydiawood280
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Competitive Organizations understand that great performance comes from great leadership with great People Skills. They know and appreciate that investing in performance, means investing in People.
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In this file, you can ref useful information about performance appraisal management such as performance appraisal management methods, performance appraisal management tips
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Performance appraisal principles will serves as a simple guide to conduct an effective performance review.
Performance appraisal | Principles of performance appraisal | Guide | Leadership and Management | Learningade
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Performance appraisal and performance managementaidencarter91
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CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
2. Strategic Workforce Planning Vendor Assessment 2
Contents
Talent Acquisition / On Boarding..................................................................................................................3
Performance Management...........................................................................................................................6
Compensation Management ........................................................................................................................9
Talent Development and Succession Planning...........................................................................................12
Core HR and Workforce Planning Analytics................................................................................................15
3. Strategic Workforce Planning Vendor Assessment 3
Talent Acquisition / On Boarding
Current Process
Nemours currently hires approximately 1500 annually.
Requisitions are initiated in Lawson through MSS.
Approval processes vary by department and role.
When approved, the requisition information is
uploaded to the Hodes IQ ATS nightly. Each recruiter
reviews the requisition in Hodes and validates (and
corrects if needed). Job postings and applicant pools
are managed through Hodes. There is one requisition
for each position currently. Applicant status for each
position is managed through Hodes. When the ideal
candidate is identified, the manager completes an
authorization to hire spreadsheet and submits it to
the recruiter. Once the offer is accepted, the
requisition is closed in Hodes, the requisition status is
updated manually in Lawson, information is sent to
HR Operations teams by email or mail to initiate
background checks, drug tests, etc. and the new hire
information is sent electronically to Red Carpet for on
boarding.
Future State Characteristics
Nemours is looking for a more efficient and effective
solution that provides greater value to the
organization and can improve Talent Acquisition. The
ideal solution can provide for metrics, contact
management and more streamlined and integrated
processes. In addition, physician recruiting is an area
that would be valued in an integrated solution.
Identified Gaps / Opportunities
• Search capability for candidates is limited
• Search capability for current Associates is
limited
• Limited reporting and analytics
• No contact management capability
• When agency contractors are hired as
employees it is a very manual process
• Do not have an internal and external titles
• Physician hiring is not supported
Requisition Management
Overview
In this section please demonstrate your Requisition
Management capabilities beginning with requisition
creation through on boarding. During the
demonstration, please highlight the following
capabilities & answer the following questions:
Score (1-5)
1. Demonstrate requisition • Pre-populating job and position information
4. Strategic Workforce Planning Vendor Assessment 4
creation based on data stored in Lawson
• Managers (or their proxy) or HR initiating the
requisition
• Routing a requisition for approval and supporting
different processes by region and job
• Sending workflow emails to approvers
• Using 1 requisition for multiple hires
• Ability to put a requisition on hold
• Ability to interface requisition in to your system
and out
2. Posting
• Posting, un-posting and reposting to job boards
and Nemours internal and external job sites
• Ability to use screening questions
3. Candidate Portal
• Ease of applying to a job for employees and
physicians. Process for applying to a second job.
• Ability to maintain a profile online
• Demonstrate mobile capabilities and discuss
operating systems (iOS, etc.) supported
4. Search
• Demonstrate your search capabilities and your
ability to leverage social media in search
• Ability to create a manual applicant record
• Ability to use a prospect record and CRM
capability
• Show how candidates are shared with managers
and manager capability in general
5. Interview, selection and offer
letters
• Managing Interview notes and scheduling and
integration with Outlook
• Communicating with candidates via email and
SMS text and other automated communications
• Tracking candidate status through selection
process
• Pre-employment testing
• Generating offer letters
6. On boarding
• Capability to support on boarding and generating
action lists
• Ability to display content to new associates
• Describe the notification capabilities to the
candidate, managers and other teams
• Ability to export the candidate documents
• Explain any available integration methods for
interfacing to HRIS
• Ability to track status of candidate through the on
boarding process
7. Reporting and Metrics
• Demonstrate metrics and analytics for cost of
hire, quality of hire, source, time to fill and other
key metrics
• Demonstrate key Talent Acquisition reporting
capability
8. Recruiter Portal
• Demonstrate the dashboard or portal that
recruiters use and show how your product can
help recruiters be more effective
5. Strategic Workforce Planning Vendor Assessment 5
9. Physician Hiring
• Please discuss your experience with supporting
physician hiring at other organizations.
• Demonstrate any capability specific to physician
hiring
Notes: Section Total
6. Strategic Workforce Planning Vendor Assessment 6
Performance Management
Performance Management
Current Process
The current performance management process for all
associates begins in December. Goal setting by the
executive team, departments and individual
associates and managers occurs in December and
January and needs to be finalized by February.
Individual associates and managers can enter
enterprise-wide goals, department goals or individual
goals. Although February is the deadline for setting
goals, goals can be changed throughout the year by
the manager and the associate.
During the year, there are at a minimum of 2 quarterly
performance discussions between the manager and
associate. These occur in Q2 and Q3. These
discussions do not need to be documented. However,
there is a form in the current system that can be used
at the manager’s discretion to document the
conversation.
At year-end, associates complete a self-assessment
and make final comments. Managers will evaluate the
performance of each goal and rate the performance
on a 5 point scale. Managers will also provide an
overall rating on the same scale. In addition,
managers will evaluate the associate against 10
standards and behaviors. Feedback on the standards
and behaviors is qualitative & there is no rating
associated with standards & behaviors. Physicians
track additional qualitative feedback on 4 key areas.
Physician performance is largely driven by metrics
which are tracked in a separate system so usage of the
current performance process is limited.
The current performance management system is a
solution developed by the IT organization.
Future State Characteristics
The current process works but it is not efficient.
Managers and associates would agree that the current
process is cumbersome and not intuitive. Nemours is
looking for a user-friendly solution for associates and
managers. Nemours is also looking to make the
process more efficient and effective including
automation of manual activities and providing
analytics.
Identified Gaps / Opportunities
• To the extent possible, Nemours is looking to
integrate physician and Associate reviews into the
same solution. However, that will require
integrating with a variety of systems that provide
7. Strategic Workforce Planning Vendor Assessment 7
performance data.
• Nemours would like to leverage analytics to
ensure compliance and to begin to look at the
effectiveness and efficiency of the performance
management process.
• Electronic signature is needed
• Ability to bring in competencies or behaviors in to
the performance management form
• Nemours is also looking for a solution that can
facilitate internal movement between positions
and easily transition goals and performance
review forms between managers.
• The ability to facilitate the performance review
process as simple and efficiently as possible. Do
not have an internal and external titles
• Physician hiring is not supported
Performance Management
Overview
Please demonstrate a complete performance
management cycle from goal setting to quarterly
reviews to year-end reviews.
During the demonstration, please highlight the
following capabilities & answer the following
questions:
Score (1-5)
1. Goal Setting • Demonstrate the ability to establish goal libraries
(enterprise-wide and department)
• Demonstrate how the manager & associate will
work together to establish & weight goals
• Show how matrix managers can be engaged in
the process
2. Quarterly Reviews
• Show how an optional quarterly review form can
be used by managers & associates for Q2 & Q3
• Demonstrate how a mid-year employee transfer
between managers would be handled
3. Year-end Reviews
• Demonstrate how the manager & the associate
can work together in your solution to complete
the review (incl. self-assessment). Show how
matrix managers can be engaged in the process
• Show how managers can rate each goal, provide
an overall rating and provide qualitative feedback
on the ten standards and behaviors
• Demonstrate electronic signature capability
• Demonstrate any tools (spell check, legal review,
etc.) available to support the review process
4. Analytics
• Demonstrate the available analytics to support
goal setting and performance
9. Strategic Workforce Planning Vendor Assessment 9
Compensation Management
Compensation Current Process
Nemours has three compensation programs for their
non-physician staff which comprises approximately
5500 employees. The three programs include:
1. Tier 1 and Tier 2 Executive Comp - Payout –
occurs in mid February
2. Leadership Incentive Bonus – The merit
component is separate from the bonus
component and managed through separate
systems. Payout for Leadership Incentive
Bonus is Mid-February
3. Merit Program – All non-physician employees
– Payout for Merit is March
There is an internally developed system which handles
the merit program. However, there are separate
internally developed systems handling executive
compensation and the Leadership Incentive Plan.
Future State Characteristics
Nemours currently has an easy to use internally
developed system which is used by managers to
propose compensation changes. The ideal solution
will have the same user friendly qualities, but with
more robust analytics to perform equity analysis and
salary increases by manager and/or department. In
addition, Nemours will require audit trail capabilities
to ensure visibility of changes made to proposed
increases.
Identified Gaps / Opportunities
• Workflow notifications for approvals, status
updates, alerts
• The ability to export approved salary
increases into Lawson
• The ability for a manager to view his/her
entire staff on one page without having to
click continue to see all employees
• Ability to tie the performance goals process
to bonus process for the Leadership Incentive
Bonus
• Matrix reporting capabilities that allows a
primary and secondary manager to
view/approve proposed increases
10. Strategic Workforce Planning Vendor Assessment 10
Compensation Management
Overview
In this section please demonstrate your Compensation
Management capabilities and your ability to support
the annual review process. During the demonstration,
please highlight the following capabilities & answer
the following questions:
Score (1-5)
1. Merit Cycle Preparation • Demonstrate how the budgets are loaded and
any capability to model different budget
assumptions
• Discuss how the hierarchy for the approval
process is created from information in Lawson
and what happens if there are gaps in the
hierarchy(terminated manager, etc.)
• Discuss how budgets are adjusted when
employees transfer, terminate, etc.
2. Entering and Approving
Recommendations
• Demonstrate how a manager can make merit,
promotion and incentive recommendations which
are submitted to the next level manager and rolls
up to the top of the organization
• Demonstrate how notifications are used to
facilitate the process
• Demonstrate how managers and HR can review
recommendations and progress (online and
reports)
• Demonstrate how your solution will flag out of
guideline recommendations
• Demonstrate how the system can track
comments for pro-rated bonus and other
exceptions
• Show how the system would support different
compensation rules by employee within one
department (i.e., prorated bonus vs. non-
prorated bonus, performance evaluation ratings,
etc).
• Discuss how matrix management relationships
are handled
• Ability for a manager to easily view reports in
graphical/dashboard view.
3. Final Approval and Submission
• Discuss how your system can integrate with
Lawson when the recommendations are
approved (merit, adjustments and incentives).
• Demonstrate how the system can display online
Compensation statements or produce for print.
Be prepared to show and discuss which
compensation components can be included.
• Demonstrate executive oversight capabilities
4. Administrative Capabilities
• Demonstrate how external market compensation
survey data can be uploaded into the system.
11. Strategic Workforce Planning Vendor Assessment 11
• Demonstrate how HR could make a mass edit
change (i.e., % change to merit increase
recommendations)
• Demonstrate the capabilities and tools available
to the system administrator including:
• Configuring review cycles
• Configuring new plans
• Budget
• Load market data
• How does your solution handle off-cycle changes
(including administration of off-cycle changes and
impact of off-cycle changes on annual budgets)
• Easily extract data to Excel and upload
recommendations from an Excel spreadsheet.
• Demonstrate how managers can delegate their
responsibility and what controls are provided
5. Analytics
• Demonstrate the available analytics to support
the merit / bonus process as well as increase
distributions and other related analytics
Notes: Section Total
12. Strategic Workforce Planning Vendor Assessment 12
Talent Development and Succession Planning
Development and Succession
Current Process
For a few targeted key positions and roles there are
career paths (ex. Clinical, nursing) and role-based
development curriculum (ex. Physicians). However,
outside of those roles career paths and development
curriculum do not exist.
Development planning is done individually on an as
needed basis. The planning occurs between the
manager and associate in partnership with the HR
Business Partner. It is largely informal; however, there
are currently 3-5 development templates available.
Assessment providers such as Zenger Folkman are
starting to be leveraged.
There is a formal mentoring program for Physicians is
in place.
Succession planning is an area that has increased in
importance to Nemours over the last year. Initial
conversations are focused on the senior most level of
the organization (Operating VPs and above). There is
succession planning in some areas but it is not part of
a corporate-wide succession planning process
(example: Finance).
Future State Characteristics
Nemours is looking to increase the percentage of roles
filled by internal movement. Nemours would like to
leverage a talent management system capability to
support this goal. Nemours is looking for a system that
is easy to use that provides for development planning
for manager and employees and enables Nemours to
grow its maturity in succession planning. Ultimately,
this should link to the workforce planning solution.
They would also like to support the career paths
which are in place and integrate with their Learning
Management System.
Identified Gaps / Opportunities
• Ability for Associates to create an online talent
profile
• Ability to search internal talent
• Development and Succession integrated with
performance management and compensation
13. Strategic Workforce Planning Vendor Assessment 13
Talent Development and
Succession Planning
Overview
Please demonstrate your Talent Development and
Succession Planning capability.
During the demonstration, please highlight the
following capabilities & answer the following
questions
Score (1-5)
1 • Demonstrate the ability for employees to
complete an online profile/resume
2. • Demonstrate the ability for managers and HR to
track succession planning and talent management
information for employees
3.
• Demonstrate the ability to identify different
groups of key positions in the organization for
inclusion in different succession planning and
talent review events and evaluations
4.
• Show how you track and view different categories
of talent such as High potential / High performing
employees
5.
• Show how you identify, rate and rank potential
successors for executive level positions and
identified critical positions and identify a person
as a successor to for one or more than one
position
6. • Demonstrate your 9 box capability
7.
• Demonstrate executive-level materials which can
be produced from your solution for offline
succession planning meetings
8.
• Demonstrate how you support development plan
creation and documenting progress against the
plan
9.
• Demonstrate how you would support tracking a
mentoring program for physicians including
ability to track mentor skills and match them with
employee development needs
10.
• Demonstrate how you can support career paths
for targeted roles
11.
• Demonstrate how the Saba LMS can be
integrated into your solution
12.
• Demonstrate available development and
succession analytics
Notes: Section Total
15. Strategic Workforce Planning Vendor Assessment 15
Core HR and Workforce Planning Analytics
Core HR and Analytics Current
Process
Nemours has multiple, internally developed systems
that are not integrated and requires a significant
amount of reporting to be done via Excel
spreadsheets to support Workforce Planning.
Without intuitive, on-demand reporting capabilities,
managers are unable to assess their workforce and
plan for future needs.
Future State Characteristics
Nemours is seeking an integrated Talent Management
suite that has on-demand, intuitive reporting and
analytic capabilities that provides Managers with
dashboard views of their workforce. The ideal
solution will have the same user friendly qualities of
their current internally developed solutions, but with
more robust analytics to perform predictive analysis
and trending. Understanding the current workforce
will allow Nemours to better assess internal
candidates for open positions and decrease the need
to hire external candidates for critical open positions.
• Integrated Talent Acquisition, Performance,
Compensation and Talent
Management/Succession capabilities
• The ability to import external data from
surveys into the system for analysis
• Dashboard capabilities that allow HR and
Managers to view the workforce from
different perspectives
• Ability to compare employees across multiple
dimensions (e.g. education, skills, time in job,
etc.) to identify high potential employees and
assess career development needs
• Robust reporting and analytics
Identified Gaps / Opportunities
• Lack of integration between multiple
systems.
• No ability to report on daily recruiting activity
(open positions, filled, positions on hold)
• No ability to track time to fill ratios by
recruiter and/or job family
• No ability to track workforce trends and
forecast needs over time
• Limited visibility to pay for performance
• No ability to track effectiveness of recruiting
source against costs and quality of hire
• Unable to report historically to holistically
16. Strategic Workforce Planning Vendor Assessment 16
assess the employee’s experience,
skills/qualifications
Core HR and Workforce Planning
Analytics Overview
In this section please demonstrate the solutions
capabilities to support Nemours Workforce Planning
& Analytics needs. During the demonstration, please
highlight the following capabilities & answer the
following questions:
Score (1-5)
1. Integrated Suite of Products • Discuss how your suite of products is integrated
across all talent modules
• Demonstrate how dashboards can be set up to
view different attributes about an employee’s
talent record (e.g. skills, performance,
compensation, time in job, etc.)
• Generate an on-demand report showing an
organization’s talent pool
2. Talent Acquisition Reporting • Generate a report showing positions and status,
including: Open, Filled in last 30 days, On Hold
• Generate a report that shows hires over six
months, hiring source, cost of hire by expense
type and employee status (e.g. employed, on
leave, terminated) to understand the quality of
hire by source
• Show how a recruiter can report on qualified
internal candidates to match open positions
• Generate a report to show time to fill by recruiter
and/or job family
• Demonstrate how a manager to easily view
reports in graphical/dashboard view
3. Talent Management Reporting • Demonstrate how HR and/or Manager can view
employee’s performance history when proposing
salary increases.
• Generate a report showing an employee’s talent
history, including: previous jobs, mobility in
Nemours, skills, education, etc.
• Generate an employee age report by Job Family
to understand potential risk in retiree’s departing
Nemours
• Demonstrate how the system can generate a 9
box grid that compares employees by job family,
supervisor, organization, etc.
• Demonstrate the graphical display of reportable
information and executive level dashboards
4. Workforce Planning Analytics /
Mobile
• Display any pre – built workforce planning
capabilities , industry standard metrics
• Demonstrate the solutions mobile capabilities to
access the application by a manager or employee
to view and/or take action (e.g. manager
17. Strategic Workforce Planning Vendor Assessment 17
approval)
• Discuss the mobile operating systems supported
by your solution
• Discuss your solutions capability to support single
sign-on
Notes: Section Total